The value and measure of a strategic plan lie with its ability to provide a systematic way for an organization to solve problems – including future uncertainties. For the Western Québec School Board, it should establish a process and general framework by which decisions are made about our intended future outcomes, about how these outcomes will be accomplished, and about how progress towards achievement of the outcomes will be measured, monitored and evaluated. It should focus efforts and resources on long-term general goals and strategic objectives while providing a foundation for short-term operational level activities. The most important of these operational decisions is the assignment of budget dollars. The strategic plan and operational budget plan must work in concert so that the organization can create a climate and culture dedicated to excellence – in our case teaching and learning excellence. The strategic plan must foster building success year upon year so there is an ever-ascending model of achievement. These basic tenets must be considered by and apply to all stakeholders.
Vision & Mission Statement
The Western Québec School Board, which covers a vast and diverse area, is an English school system dedicated to developing life-long learners who contribute to society and are prepared for the future.
We are committed to academic excellence, quality education and social, emotional and moral development.
We respect and promote the rights and responsibilities of the individual while maintaining student centred learning in a safe and healthy environment.
We value our parents and communities as partners involved in working collaboratively with us to enrich our programs and achieve our goals.
Orientation of the Strategic Plan
The Western Québec School Board must ensure three key orientations when embarking upon any initiative within our strategic plan and partnership agreement:
- The initiative must be viable and can be sustained.
- The initiative must be accessible to all.
- The initiative must provide the same quality of opportunity for all.
These orientations must be respected as we develop an action plan to meet our main challenges:
- Maintaining viable community schools and centres in the face of declining enrollment
- Increasing graduation rates for all sectors
- Increasing qualification rates for all sectors
- Closing the “attainment gap” for all sectors
Methods of communication and information sharing need to be built into both the strategic and school success plans. These must include:
- A clear delineation of assignments and responsibilities
- Establishing suitable assessment and evaluation tools
- Establishing targets, goals and mileposts for reporting relevant data
Strategic Directions and Objectives
The Western Quebec School Board must continue to develop and support a learning organization and individual learning communities dedicated to lifelong learning.
Strategic Direction 1: Continue to increase individual student achievement
To include MELS directives:
- Increase graduation rates of students under the age of 20.
- Improve the mastery of French second language and English mother tongue
- Increase success rates for students with handicaps, social maladjustments, or learning difficulties
- Increase the numbers of people under age of 20 in vocational training paths
Strategic Direction 2: Promote staff development and learning within a culture of best practices (Learning Partnerships)
Strategic Direction 3: Establish sustainable school learning communities (Delivery and Organization)
To include MELS directive:
- Growth of a healthy and safe environment in schools/centres
The Partnership Agreement (attached) clearly indicates our lines of intervention, targeted results, and methods for assessing the achievement of objectives.
This is the vehicle to assure the quality of education we provide our students improves every year. It requires that as individuals we must get better at what we do every year. It demands that as an organization we must learn from what we and others do well and poorly every year. Finally, past knowledge and experience must be treasured and protected so there is an ever increasing and stronger foundation on which to build. The components are:
- Identify the knowledge holders
- Organize to share knowledge
- Ensure we have the skills to share knowledge
- Capture the knowledge
- Review – Reflect – Refine
Becoming an information-rich learning community will allow us to clearly demonstrate the value we add for each student and/or service. We seek to improve performance in the areas of student achievement, delivery and organization, and learning partnerships by improving everyone in our organization over time. We foster a culture of continuous improvement and refuse to be satisfied with the status quo!
EVERYONE IN OUR SYSTEM HAS A MORAL RESPONSIBILITY TO SHARE WHAT THEY KNOW.
* Please note that as of 2017, MELS now refers to Québec’s ministère de l’Éducation et de l’Enseignement supérieur (MEES).
The Partnership Agreement between Québec’s ministère de l’Éducation et de l’Enseignement supérieur (MEES) and the Western Québec School Board (see Partnership Agreement) is settled under the provisions of the Education Act as well as rules and regulations applicable to school boards.
It connects the responsibility entrusted to the Ministry to ensure the quality of educational services provided by the school boards as well as student success on the subject of higher education and qualification.
Prior to completing the Partnership Agreement, the board shall include in its strategic plan and strategic orientations that reflect:
- Objectives of the strategic plan established by the MEES
- Other orientations, goals and measurable objectives determined by the MEES, according to the unique situation of the school board
Purpose of the partnership
The purpose of the Partnership Agreement (see Partnership Agreement) is to ensure that the MEES and the school board agree on the necessary measures to guarantee the implementation of the strategic plan of the school board.
Article 459.3 dictates that the Agreement shall include the following elements:
- The terms of the contribution of the school board to achieve the goals and measurable objectives determined by the Ministry
- The means by which the board intends to take to ensure the achievement of specific objectives set out in its strategic plan
- Monitoring and accountability mechanisms established by the school board